Description
Grenoble Graduate School Of Business Entrepreneurship
75
Grenoble Graduate School of Business
Entrepreneurship
Syllabus
Program/
Intake
Undergraduate
Academic
Year
2012-2013
Module
Supervisor
Tornikoski Erno Department MTS
Contact
Hours
15 hours Total
Study
Hours
45 hours Coefficient 0.5 ECTS
Credits
2.5 US
Credits
1.25
Module
Description
The course explores the various forms of entrepreneurship, such as international
entrepreneurship, corporate entrepreneurship and family entrepreneurship. It compares
and contrasts the skills and roles of entrepreneurs, and analyses the different
approaches for organisational change and transformation through intrapreneurship.
As part of the course, students will explore how ideas for new business ventures can be
generated and screened, analyse the processes necessary to start a new venture
through rigorous business planning, before examining what makes some ventures
succeed and others fail.
Module
Learning
Outcomes
By the end of this course, students are expected to have:
- Gained an appreciation of the concept of ‘entrepreneurship’ and the economic role of
entrepreneurship in wealth creation
- Evaluated the personal characteristics and skills of the successful entrepreneur
(including networking and communication)
- Explored different forms of entrepreneurship (corporate entrepreneurship
[intrapreneurship]; social entrepreneurship; international dimensions of entrepreneurship)
- Analysed the factors that allow larger firms to become or to remain entrepreneurial
- Analysed how opportunities for new business ventures may be generated and screened
- Experienced the processes involved in starting a new business venture and in attracting
funding
- Analysed the issues that face the family firm (governance and succession planning)
- Assessed the factors that cause some firms to survive and grow, and others to fail.
This module has a high level of contribution to the following learning goals for the program
Learning goal 1 : Has developed effective communication skills
Demonstrates clear and concise written communication
Learning goal 2 : Has developed critical thinking and problem-solving skills
Is able to collect, in a relevant, organized and non-biased way, the necessary information and data
Teaching
Method
Theory and case discussions will put students in situations where they have to analyse
and discuss solutions to entrepreneurial issues. Preparation, written reports and
discussion will also be used to explore understanding and application of core concepts.
76
Evaluation
• Continuous Assessment : 100 %
Textbook
Burns P (2010), Entrepreneurship and Small Business, 3rd edition, Basingstoke: Palgrave
Macmillan
OR
Wickham PA (2006), Strategic Entrepreneurship, 4th edition, Harlow: FT Prentice Hall,
London,
Further Reading:
Carter S & Jones-Evans D (2006), Enterprise and Small Business – Principles, Practices
& Policy, 2nd edition, Harlow: FT Prentice Hall
Hatten TS (2012), Principles of Small Business Management, International Edition 5th
edition, Boston: Cenage Learning
Hoy, F. & Sharma, P. (2010), Entrepreneurial Family Firms, New Jersey: Prentice Hall
Mullins JW (2010), The New Business Road Test, 3rd edition, Harlow: FT Prentice Hall
Scarborough NM (2011), Effective Small Business Management, 6th edition, New Jersey:
Pearson (Global Edition)
Martin F & Thompson M (2010), Social Enterprise – Developing sustainable businesses,
Basingstoke: Palgrave Macmillan
Westhead P, Wright M, McElwee G (2011), Entrepreneurship – Perspectives and cases,
Harlow: FT Prentice Hall
77
Bibliography
Bhide, A. (1992), Bootstrap Finance: The Art of Start-ups, Harvard Business Review, Vol.
70(6), November-December, p109-117
Bhide A (1994), How entrepreneurs craft strategies that work, HBR, 72(2), March-April,
p150-161
Bhide A (1996), The questions every entrepreneur must answer, HBR, 74(6), p120-130
Brockhaus RH (1980), Risk taking propensity of the entrepreneur, Academy of
Management Journal, 23(3), p509-520
Carland JW, Hoy F, Boulton WR, Carland JC (1984), Differentiating entrepreneurs from
small business owners: a conceptualization, Academy of Management Review, 9(3),
p354-359
Cater J & Schwab A (2008), Turnaround strategies in established small firms, Family
Business Review, XXI(1), March, p31-50
Chell E (1985), The entrepreneurial personality: a few ghosts laid to rest?, International
Small Business Journal, 3(3), p43-54
Christensen CM, Raynor ME, Anthony SD (2003), Six keys to Building New Markets by
Unleashing Disruptive Innovation, HBS Working Knowledge (first published as Six keys to
Creating New-Growth Businesses, Harvard Management Update, January 2003)
Churchill NC & Lewis VL (1983), Growing Concerns – the Five Stages of Small Firm
Growth, HBR, May-June, p31-40
Davis J (2001a), Governing the family-run business, HBS Working Knowledge,
September 4 (available athttp://hbswk.hbs.edu/cgi-bin/print?id=2469)
Davis J (2001b), Organizing the family-run business, HBS Working Knowledge, October 1
(available athttp://hbswk.hbs.edu/cgi-bin/print?id=2536)
Davis J (2001c), The three components of family governance, HBS Working Knowledge,
November 12 (available athttp://hbswk.hbs.edu/cgi-bin/print?id=2630)
European Business Angel Network [EBAN] (2009), EBAN Tool Kit: Introduction to
business angels and business angel network activities in Europe (available at
www.eban.org)
Gilbert, S. J. (2005), How Can Start Ups Grow? HBS Working Knowledge, November 14
(available athttp://hbswk.hbs.edu/cgi-bin/print?id=5089)
06/09/2012 - Copyright © Grenoble Ecole de Management. This syllabus is the property of Grenoble
Ecole de Management. Prior permission must be obtained from Grenoble Ecole de Management for
use in any other training or management program
doc_710840979.pdf
Grenoble Graduate School Of Business Entrepreneurship
75
Grenoble Graduate School of Business
Entrepreneurship
Syllabus
Program/
Intake
Undergraduate
Academic
Year
2012-2013
Module
Supervisor
Tornikoski Erno Department MTS
Contact
Hours
15 hours Total
Study
Hours
45 hours Coefficient 0.5 ECTS
Credits
2.5 US
Credits
1.25
Module
Description
The course explores the various forms of entrepreneurship, such as international
entrepreneurship, corporate entrepreneurship and family entrepreneurship. It compares
and contrasts the skills and roles of entrepreneurs, and analyses the different
approaches for organisational change and transformation through intrapreneurship.
As part of the course, students will explore how ideas for new business ventures can be
generated and screened, analyse the processes necessary to start a new venture
through rigorous business planning, before examining what makes some ventures
succeed and others fail.
Module
Learning
Outcomes
By the end of this course, students are expected to have:
- Gained an appreciation of the concept of ‘entrepreneurship’ and the economic role of
entrepreneurship in wealth creation
- Evaluated the personal characteristics and skills of the successful entrepreneur
(including networking and communication)
- Explored different forms of entrepreneurship (corporate entrepreneurship
[intrapreneurship]; social entrepreneurship; international dimensions of entrepreneurship)
- Analysed the factors that allow larger firms to become or to remain entrepreneurial
- Analysed how opportunities for new business ventures may be generated and screened
- Experienced the processes involved in starting a new business venture and in attracting
funding
- Analysed the issues that face the family firm (governance and succession planning)
- Assessed the factors that cause some firms to survive and grow, and others to fail.
This module has a high level of contribution to the following learning goals for the program
Learning goal 1 : Has developed effective communication skills
Demonstrates clear and concise written communication
Learning goal 2 : Has developed critical thinking and problem-solving skills
Is able to collect, in a relevant, organized and non-biased way, the necessary information and data
Teaching
Method
Theory and case discussions will put students in situations where they have to analyse
and discuss solutions to entrepreneurial issues. Preparation, written reports and
discussion will also be used to explore understanding and application of core concepts.
76
Evaluation
• Continuous Assessment : 100 %
Textbook
Burns P (2010), Entrepreneurship and Small Business, 3rd edition, Basingstoke: Palgrave
Macmillan
OR
Wickham PA (2006), Strategic Entrepreneurship, 4th edition, Harlow: FT Prentice Hall,
London,
Further Reading:
Carter S & Jones-Evans D (2006), Enterprise and Small Business – Principles, Practices
& Policy, 2nd edition, Harlow: FT Prentice Hall
Hatten TS (2012), Principles of Small Business Management, International Edition 5th
edition, Boston: Cenage Learning
Hoy, F. & Sharma, P. (2010), Entrepreneurial Family Firms, New Jersey: Prentice Hall
Mullins JW (2010), The New Business Road Test, 3rd edition, Harlow: FT Prentice Hall
Scarborough NM (2011), Effective Small Business Management, 6th edition, New Jersey:
Pearson (Global Edition)
Martin F & Thompson M (2010), Social Enterprise – Developing sustainable businesses,
Basingstoke: Palgrave Macmillan
Westhead P, Wright M, McElwee G (2011), Entrepreneurship – Perspectives and cases,
Harlow: FT Prentice Hall
77
Bibliography
Bhide, A. (1992), Bootstrap Finance: The Art of Start-ups, Harvard Business Review, Vol.
70(6), November-December, p109-117
Bhide A (1994), How entrepreneurs craft strategies that work, HBR, 72(2), March-April,
p150-161
Bhide A (1996), The questions every entrepreneur must answer, HBR, 74(6), p120-130
Brockhaus RH (1980), Risk taking propensity of the entrepreneur, Academy of
Management Journal, 23(3), p509-520
Carland JW, Hoy F, Boulton WR, Carland JC (1984), Differentiating entrepreneurs from
small business owners: a conceptualization, Academy of Management Review, 9(3),
p354-359
Cater J & Schwab A (2008), Turnaround strategies in established small firms, Family
Business Review, XXI(1), March, p31-50
Chell E (1985), The entrepreneurial personality: a few ghosts laid to rest?, International
Small Business Journal, 3(3), p43-54
Christensen CM, Raynor ME, Anthony SD (2003), Six keys to Building New Markets by
Unleashing Disruptive Innovation, HBS Working Knowledge (first published as Six keys to
Creating New-Growth Businesses, Harvard Management Update, January 2003)
Churchill NC & Lewis VL (1983), Growing Concerns – the Five Stages of Small Firm
Growth, HBR, May-June, p31-40
Davis J (2001a), Governing the family-run business, HBS Working Knowledge,
September 4 (available athttp://hbswk.hbs.edu/cgi-bin/print?id=2469)
Davis J (2001b), Organizing the family-run business, HBS Working Knowledge, October 1
(available athttp://hbswk.hbs.edu/cgi-bin/print?id=2536)
Davis J (2001c), The three components of family governance, HBS Working Knowledge,
November 12 (available athttp://hbswk.hbs.edu/cgi-bin/print?id=2630)
European Business Angel Network [EBAN] (2009), EBAN Tool Kit: Introduction to
business angels and business angel network activities in Europe (available at
www.eban.org)
Gilbert, S. J. (2005), How Can Start Ups Grow? HBS Working Knowledge, November 14
(available athttp://hbswk.hbs.edu/cgi-bin/print?id=5089)
06/09/2012 - Copyright © Grenoble Ecole de Management. This syllabus is the property of Grenoble
Ecole de Management. Prior permission must be obtained from Grenoble Ecole de Management for
use in any other training or management program
doc_710840979.pdf